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BRAC University

School of Business
Summer 2015

COURSE OUTLINE
MKT 601: Strategic Management

Instructor: Abu Daud Khan


E-mail:
daud@enroute.com.bd
Phone:
+8801713240168

DAY

TIME

Monday

06:30 09:30

Room

Strategic management is about running the total business enterprise. It seeks to understand the
challenges and the environment in which the business operates, the direction the management
intends to head, the strategic plans to for getting the enterprise moving in the intended direction
and the tasks of implementing the chosen strategy successfully.
This course gives an overview of all essential aspects of business policy and strategic
management. The intention is to provide students with strategy insights; reflect on strategic
dilemmas; and practice strategy tools to enable students to become strategic thinkers. The
course will cover strategy analysis, formulation of strategies at different levels of the
organization, and strategy implementation. We will also reflect on the purpose of organizations,
their governance, and their role towards shareholders, stakeholders and society in general.
Debate and critical evaluations of these issues will be encouraged throughout the course.

Learning Outcomes:
By the

end of the course, you will be able to:


Understand principal concepts in strategy theory and practice
Apply these concepts to analyze markets and firms in real life situations
Design strategies that enable firms to achieve and sustain competitive advantage
Have awareness of some of the challenges inherent in implementing new strategies
Generate appropriate strategic responses to dynamic changes.
Analyze the role of ethics in strategy

Mechanisms to achieve course objectives:

Throughout the session the students will be provided with different reading materials on
Strategic Management covering both local and international issues.
Highly interactive class hours will be held for class discussion, clarifying the issues from
the text and reading materials.
In order to gain more practical knowledge on local companies; assignments and other
research work have to be done on local companies.

Course Contents:
SL

LIST OF TOPICS

Chapter

What is Strategy and Why Is It Important?

Chapter: 1

Leading the Process of Crafting and Executing Strategy

Chapter: 2

Evaluating a Companys External Environment

Chapter: 3

Evaluating a Companys Resources and Competitive Position

Chapter: 4

The Five Generic Competitive Strategies: Which One to Employ?

Chapter: 5

Diversification: Strategies for Managing a Group of Business

Chapter: 8

Managing Internal Operations: Actions That Promote Good


Strategy Execution
Case 1: Whole Food Market in 2008: Vision, Core Values, and
Strategy
Case 10: Nucor Corporation: Competing against Low-Cost Steel
Imports

8
9

Chapter: 11
C-2
C-193

10

Case 19: PepsiCos Diversification Strategy in 2008

C-346

11

Case 20: Robin Hood

C-362

12

Detecting Unethical Practices at Supplier Factories: The Monitoring


and Compliance

C-462

COURSE ORGANIZATION:
One 3 hours lecture each week
TEACHING METHOD:
The concepts will be discussed first in the class lectures. There will be discussion in the class
involving all the students and class participation will be highly encouraged. Students are expected
to make full use of the lecture classes to have full understanding of the topics.
METHOD of ASSESSMENT
Exams
There will be two exams- midterm and final. The mid term exam will consist of objective
questions along with few analytical questions. However, the final examination will be based on
case.
Quizzes
Three plus quizzes will be taken through out the semester. There will be no option for make up
quizzes. This will stimulate you to be on the same pace with the lecture and it is also an excellent
way to evaluate your learning.
Assignments
Case Studies, Article Review, Literature Review will be the part of assignments.

Case Study
Five Cases will be given to the students to solve. Students will form a group consist of 4 to 5
members. The Case Study paper must be submitted on time. The case has to be defended
through group presentation.
Class Participation
As mentioned earlier the whole course is designed on participative discussion so your enthusiasm
regarding learning the topic will be judged through the interaction you make in the class by
asking valuable and thought- provoking questions. The attendance in the class is also very
important aspect in this issue. Separate marks will be given for adding value to the class through
constructive class participation
Attendance
Students are required to attend all the classes unless there is a valid reason for remaining absent.
No attendance will be given if the students enter the class after 20 minutes. Two unexcused
absences will be permitted without having any effect on the students course grade. Each
additional absence will result in course grade being lowered. However, if a student fails to attend
at least 70% of the total classes as per university policy s/he will not be allowed to take the final
exam.
Basic textbooks:
1. Thompson/Strickland/Gamble Crafting and Executing Strategy: The Quest for Competitive
Advantage: Concepts and Cases, 17th Edition, McGraw-Hill
In addition to the assigned text material, we will discuss case studies and relevant news about
ongoing Strategic Management issues.
COURSE EVALUATION:
Quiz

15%

Midterm Examination

20%

Final Examination

30%

Case Study (Group)

20%

Class Participation

10%

Attendance
Total

5%
100%

STANDARD BRAC GRADING POLICY SHOULD BE FOLLOWED

LESSON PLAN:
Class
Lecture1

Lecture 2

Lecture 3
Lecture 4
Lecture 5

TOPIC
What is Strategy and Why Is It Important?
Leading the Process of Crafting and Executing
Strategy
Evaluating a Companys External Environment
Evaluating a Companys Resources and
Competitive Position
The Five Generic Competitive Strategies: Which
One to Employ?
Case 1: Whole Food Market in 2008: Vision, Core
Values, and Strategy
Diversification: Strategies for Managing a Group
of Business
Managing Internal Operations: Actions That
Promote Good Strategy Execution

Lecture 6

Case 10: Nucor Corporation: Competing against


Low-Cost Steel Imports

Lecture 7

Mid Term Exam

Lecture 8
Lecture 9
Lecture 10
Lecture 11

Chapters
Chapter 1 &2

Quiz 1
Chapter 3&4
Chapter 5
C-2

Lecture 12

Group
Quiz 3

C-193

C-362

Case 19: PepsiCos Diversification Strategy in


2008
Detecting Unethical Practices at Supplier
Factories: The Monitoring and Compliance
Final Exam

Quiz 2

Chapter 8 &
11

Up to L6

Case 20: Robin Hood

Remarks

C-346
C-462
Comprehensive

Group
2 Hours. 40
Marks
Group
Group
Group
3 Hours. Case

Contingency

Lecture 13

Contingency

Note:
Make up for Midterm and Final Exam is as per University Rules. The final exam is comprehensive.

Best of Luck